{"id":4662,"date":"2023-11-13T06:02:51","date_gmt":"2023-11-13T06:02:51","guid":{"rendered":"https:\/\/www.ceo-worldwide.com\/blog\/?p=4662"},"modified":"2025-05-15T21:06:38","modified_gmt":"2025-05-15T21:06:38","slug":"innovative-strategies-for-executive-talent-acquisition-in-india","status":"publish","type":"post","link":"https:\/\/www.ceo-worldwide.com\/blog\/innovative-strategies-for-executive-talent-acquisition-in-india\/","title":{"rendered":"Innovative Strategies for Executive Talent Acquisition in India"},"content":{"rendered":"
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Highlighting effective and innovative strategies for acquiring top executive talent in the Indian market by discussing emerging approaches, such as leveraging digital platforms, unconventional sourcing channels, and creative ways to attract and retain the best leaders in India’s competitive business landscape.<\/p>\n\n\n\n

As per the Economic Times<\/a> report, leading search firms including Korn Ferry, EMA Partners, Stanton Chase, and Odgers Berndtson state that despite a downturn in the overall job market, senior leadership hiring in India remains active at the top end.<\/p>\n\n\n\n

With evolving technology enabling the global talent acquisition ecosystem, India is a centre of opportunities. Hiring executive leaders from India has gradually transitioned from what it used to be maybe a decade back. Below I am making an attempt to talk about my observations on how some of the strategies could be leveraged better from the first step itself.<\/p>\n\n\n\n

Innovative Strategies: Identifying by humanizing<\/h2>\n\n\n\n

One key aspect being mapping the executive talent position with two aspects of job description. In India, people look at culture \u2013 for example an Open Door Policy, 360 degree feedback system, Voice Of Customer , matrices and process that are being followed, then the values of the organization \u2013 for example Integrity, Empathy, Grit, then examples of how the values are being followed, are there protocols such as POSH in place, how is Inclusion & Diversity understood there, what is the span of control, what are the key strategic business goals of the organization and for that particular P&L.<\/p>\n\n\n\n

\\When I say these, it implies that potential candidates want to be more understood and have conversations on the human aspect of business and how important are people. They want to know how the performance matrix is measured or people get fired on whims & fancies just because they don\u2019t agree with their boss on something.<\/p>\n\n\n\n

I remember during one of my interviews, the investor spent close to 90 mins with me just to understand how I am as a person and how would I \u2018feel\u2019 and \u2018react\u2019 to certain situations. I also had to appear for an online detailed psychometric test (which I love any day) because the first thing I feel is that the organization cares about who they want to hire as a human being because that\u2019s the base on which someone\u2019s leadership style rests.\u00a0<\/p>\n\n\n\n

Unlearning Vs Skills mindset<\/h2>\n\n\n\n

When we talk about executive leadership positions in India, here there are primarily two kinds of talent. Ones who are skilled in their core domain but not a people person and ones who may not be that skilled in a subject matter but great people\u2019s person and potentially great leaders.\u00a0 Hence mapping aspiration of that talent becomes even more important than skill.<\/p>\n\n\n\n

For example, if someone has a top B-School degree, does that automatically mean that he\/she will be a great leader? No right? Hence \u2018psychometric tests\u2019 must be an inclusion in senior level hiring. My perspective is it is better to onboard someone who is say 9 on 10 in leading people & business rather than someone who is 7 on 10 in core domain skill.<\/p>\n\n\n\n

The reason why I am saying detailed psychometric test is because it may not be able to be evident in just a conversation if someone has the ability to unlearn the pace of execution in a new environment which may entail a different business model. The fact is it is extremely challenging to get a person in India who will tick all the boxes on all three quotients – functional, people and cultural. At least that is my observation.<\/p>\n\n\n\n

Also, in a survey conducted by Stanton Chase India, it was asked whether the business would consider hiring leadership talent from other sectors and industries, to which more than two- thirds (64%) said yes.<\/p>\n\n\n\n

\"Innovative<\/figure>\n\n\n\n

This insight also tells us how important unlearning is for moving into a different industry.<\/p>\n\n\n\n

Employer Branding & Thought Leadership <\/h2>\n\n\n\n

It is imperative to look at the potential candidate\u2019s social accounts. This is important to know three things \u2013<\/p>\n\n\n\n